Book Image

Becoming an Agile Software Architect

By : Rajesh R V
Book Image

Becoming an Agile Software Architect

By: Rajesh R V

Overview of this book

Many organizations have embraced Agile methodologies to transform their ability to rapidly respond to constantly changing customer demands. However, in this melee, many enterprises often neglect to invest in architects by presuming architecture is not an intrinsic element of Agile software development. Since the role of an architect is not pre-defined in Agile, many organizations struggle to position architects, often resulting in friction with other roles or a failure to provide a clear learning path for architects to be productive. This book guides architects and organizations through new Agile ways of incrementally developing the architecture for delivering an uninterrupted, continuous flow of values that meets customer needs. You'll explore various aspects of Agile architecture and how it differs from traditional architecture. The book later covers Agile architects' responsibilities and how architects can add significant value by positioning themselves appropriately in the Agile flow of work. Through examples, you'll also learn concepts such as architectural decision backlog,the last responsible moment, value delivery, architecting for change, DevOps, and evolutionary collaboration. By the end of this Agile book, you'll be able to operate as an architect in Agile development initiatives and successfully architect reliable software systems.
Table of Contents (19 chapters)
1
Section 1: Understanding Architecture in the Agile World
Free Chapter
2
Chapter 1: Looking through the Agile Architect's Lens
4
Section 2: Transformation of Architect Roles in Agile
8
Section 3: Essential Knowledge to Become a Successful Agile Architect
15
Section 4: Personality Traits and Organizational Influence

Summary

In this chapter, we looked at how architects change their interaction styles when dealing with Agile projects and, therefore, the need to acquire new skills and competencies. Agile architects cannot work with the new culture, behavior, and mindset if the organization and teams are not exhibiting a high-performing culture. Leaders in a learning organization must embrace a people-centric, purpose-driven approach that's often seen in generative and Teal organizations. We also examined an effective team's critical strengths based on Google research – psychological safety, dependability, structure and clarity, meaning, and impact.

Agile architects need to adopt appropriate leadership approaches such as adaptive, creative, servant, server-server, catalyst, or integral. We also learned that Agile architects may need to switch leadership styles based on situations, as explained in the situational leadership model. As E-shaped people, architects need to possess...